By: Gustavo Arguello
Let’s be honest: most leaders feel that they are stretched thinner than a supply sergeant’s budget at the end of the fiscal year. Between deployments, training exercises, training meetings, and the endless admin requirements, taking the time for counseling can feel like a task that’s easy to postpone until it becomes a crisis. Like something we’ll get around to “when things slow down.” But here’s a hard truth: things aren’t slowing down. And if we don’t prioritize developing our subordinates now, we’re setting ourselves up for trouble down the road.
We’ve all seen it: the Soldier who’s quietly struggling, the performance issue that festers, the potential leader who never quite reaches their full potential. Often, these issues aren’t about a lack of skill; they’re about a lack of connection, a lack of guidance, a lack of someone simply taking the time to listen. And that, my fellow leaders, is where counseling comes in.
The Army doesn’t leave this to chance. ADP 6-22, Army Leadership, doesn’t just suggest we develop our Soldiers; it demands it. ADP 6-22 frames counseling and coaching as core competencies, essential for building cohesive teams and achieving mission success. Ignoring counseling isn’t just bad leadership; it’s a strategic oversight. We’re not just managing personnel; we’re cultivating a fighting force.
Effective Counseling
So, what does effective counseling look like in the 21st-century Army? TC 6-22.1, Providing Feedback: Counseling, Coaching, and Mentoring, gives the framework. We’ve got Directive Counseling – the “course correction” session, used when a Soldier isn’t meeting standards. We’ve got Non-Directive Counseling – the empathetic ear, used when a Soldier is grappling with personal challenges. And then there’s Collaborative Counseling, ideal for setting goals and charting a career path.
But knowing the labels isn’t enough. We need to employ these techniques actively. Forget listening passively; we need to engage. Maintain eye contact. Nod to show you’re following. Lean in to demonstrate genuine interest. And, crucially, reiterate what your Soldier says. For example, you could tell a Soldier, “So, if I understand correctly, you’re feeling overwhelmed by the new responsibilities?” Such phrases confirm that you’re listening, allow the Soldier to clarify if you’ve missed something, and signal to the Soldier that you care about them.
Ask the right questions. Ditch the leading questions (“Don’t you think you should have…?”) and embrace open-ended inquiries (“What are your thoughts on this situation?”). Probe deeper: “What challenges are you facing?” “What resources do you need?” Remember, our goal isn’t to tell Soldiers what to do; it’s to guide them towards finding their own solutions.
Let’s walk through a scenario. Private Lowdrag, an S1 clerk, is consistently making errors. A quick reprimand might temporarily fix the issue, but it doesn’t address the root cause. Instead, sit down with Lowdrag and say, “PVT Lowdrag, I’ve noticed some inconsistencies in the Personnel Action Request (PAR). Let’s talk about what’s happening.” We actively listen, discover he’s struggling with the new PAR standard operating procedure, and then collaboratively develop a plan: a refresher training session, mentorship from a more experienced Soldier, and a follow-up review. We’ve addressed the problem and invested in his development.
Effective Feedback
Now, let’s talk about feedback. Forget the vague, “You need to improve.” Be specific. Focus on behavior, not personality. Instead of, “You’re disorganized,” say, “I noticed that the files on the MS Teams channel are difficult to locate, making it harder to collaborate.” And make your feedback actionable: “Next time, please use a consistent naming convention for your files, and load them into the correct subfolder.”
Don’t underestimate the power of goal setting. But don’t just tell a Soldier to “improve.” Help them create SMART goals: Specific, Measurable, Achievable, Relevant, and Time-bound. Saying, “I will complete the online safety course by Friday,” is far more effective than, “I will improve my safety knowledge,” and adds an “Evaluated” component – how will they know they’ve succeeded?
But here’s where it gets real: all this effort directly impacts the Non-commissioned Officer Evaluation Report (NCOER). A strong NCOER isn’t just about hitting metrics; it’s about demonstrating a commitment to developing subordinates. Counselors who consistently invest in their Soldiers, document those sessions, and show tangible progress will have compelling evidence to support their evaluations. Think about it: “provided effective counseling to subordinates, resulting in improved performance and readiness” is a far more impactful bullet point than, “met all assigned tasks.” Demonstrating a proactive approach to leader development elevates your own evaluation and sets the standard for your team.
Speaking of NCOERs, The Department of the Army (DA) provides clear guidance on counseling through Pamphlet (PAM) 623-3, Appendix C, and AR 623-3, paragraph 1-8e. However, let’s be honest: in the fast-paced environment of today’s Army, it can be challenging to stay on top of all regulations. Often, officers are focused on mission planning, and just like NCOs, may not have received sufficient training on how to conduct effective counseling.
The key takeaway is this: quarterly counseling is required for all NCOs, Warrant Officers (WO), and Officers. For NCOs, CPL to CSM, that’s only once every three months; however, it’s a mandatory investment in our people. Additionally, AR 623-3 mandates initial counseling for all NCOs within 30 days of the start of the rating period. This ensures everyone starts with a clear understanding of expectations and opportunities for growth.
Regulatory Requirements
Next, AR 600-20, para 2-3, directs, “Commanders will ensure that all members of their command receive timely performance counseling,” meaning that commanders are not just responsible but empowered to lead counseling in their units. Also, Para 2-3.a. reinforces AR 623-3 counseling obligations “in conjunction with the evaluation reporting systems.”
We all fall into traps. We get busy and forget to follow up. We try to fix problems ourselves instead of empowering our Soldiers. We create a judgmental atmosphere that stifles open communication. These are mistakes we can avoid. How? Schedule regular check-ins. Be a mentor, not a micromanager. Above all, create a safe space where Soldiers feel comfortable sharing their challenges and seeking guidance.
Documenting these sessions is also crucial. A simple counseling form or a supporting memo outlining the date, topics discussed and agreed-upon action items provides a record of progress and ensures accountability. It also protects you if issues escalate and provides concrete examples for your NCOER.
Look, we’re NCOs. We’re problem solvers. We’re leaders. But our greatest impact isn’t measured in completed tasks or successful training exercises; it’s measured in the growth and development of our Soldiers. Reclaiming the art of counseling isn’t about adding another item to our to-do list; it’s about recognizing our priorities to emphasize that counseling is our responsibility. It’s about investing in the future of our Army, one Soldier at a time. Let’s commit to making it a priority, not an afterthought, and lead with the empathy, guidance, and dedication, as our Soldiers deserve. It’s time to move beyond metrics and checklists and rediscover the power of the human connection – and build NCOERs that reflect our true leadership impact.
Gustavo Arguello is a Battalion Command Sergeant Major with over 25 years of active-duty service. He has held all leadership positions, from team leader to BN CSM. In his spare time, he runs a Facebook community dedicated to NCOER support form and NCOER coaching and development.
